culture dimentions of hrm

7/31/2019 Culture Dimentions of HRM

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BY:

Ajatshatru SharmaAnita Sharma

Sakshi Arora


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Acquired knowledge that people use to interpret

experience and generate social behavior. Thisknowledge forms -

values,

creates attitudes, and;

influences behavior.

Sum total of learned beliefs, values and customs thatserve to direct the consumer behavior of members of aparticular society


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Learned

Shared

Trans-generational

Dynamic

Invisible

Adaptive


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Hofstedes Cultural Dimensions Power distance Uncertainty avoidance

Individualism/collectivism

Masculinity/femininity

Trompenaars Cultural Dimensions Universalism vs. Particularism Individualism vs. Collectivism

Specific vs. Diffuse Neutral vs. Emotional Cultures

Achievement vs. Ascription Time dimension Internal vs. external control


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Power distance:

Power distance is the extent to which less powerful members ofinstitutions and organisations accepts that power is distributed

unequally. Countries in which people blindly obey the orders ofsuperiors have high power distance.

Countries like Malaysia has the greatest power distance and Austriahas the least power distance.


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Uncertainty Avoidance: Extent to which people feel threatened byambiguous situations and have created beliefs and institutions thattry to avoid such situations

High uncertainty avoidance countries: people have high need for

security, strong belief in experts and their knowledge, more writtenrules and procedures, less risk taking by managers

Low uncertainty avoidance countries: people are more willing toaccept risks associated with the unknown, fewer written rules andprocedures, more risk taking by managers, higher employee

turnover, more ambitious employees


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Individualism

Individualism is the tendency of people to look after themselvesand their family only. Individualism is common in the US,Canada, Australia, Denmark and Sweden.

Specifically, countries high on individualism have norms, valuesand beliefs which accept that:

People are responsible for themselves, Individual achievement is ideal and People need not be emotionally dependent on organizations or

groups.

In the individualist societies, favoritism shown to friends andrelatives is considered to be unfair and even illegal.


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Masculinity

Masculinity refers to a situation in which the dominant values in asociety are success, money and other material things.

High masculine cultures have norms, values and beliefs that:

Gender roles should be clearly distinguished, Men are assertive and dominant, People especially men - should be decisive, Work takes priority over other duties, such as family and

Advancement, success and money are important.


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Trompenaars, an European researcher, conducted an

extensive research with 15,000 managers from 28

countries, representing 47 national cultures. He describes

cultural differences using seven dimensions (the theory is

therefore called 7d cultural dimensions model)


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Universalism vs Particularism

Universalism the belief that ideas and practices can beapplied everywhere in the world without modification. Peopletend to focus on formal rules and expect business partners todo the same.

Particularism the belief that circumstances dictate how ideasand practices should be applied and some things cannot bedone the same way everywhere. People tend to focus onrelationships, working things out to suit those involved.


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Individualism vs. Collectivism

This dimension is almost identical to Hofstedes valuedimension. In individualistic societies, the focus is on I orme and the orientation is ones own growth. In collectivistsocieties, the focus is on groups, including family,organisation and community. Responsibility, achievementsand rewards are group-based. In individualistic societies,

people are trained from childhood to be independent, andeach person assumes individual responsibility for his/hersuccess or failure.


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Specific vs. Diffuse

Specific: large public space shared with others and smallprivate space guarded closely

High specific cultures: people open, extroverted; strongseparation work and personal life (e.g., Austria, U.K., U.S.)

Diffuse: public and private spaces similar size, public spaceguarded because shared with private space; people indirectand introverted, work/private life closely linked (e.g.,Venezuela, China, Spain)


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Neutral vs. Emotional Cultures

Neutral culture a culture in which emotions are held in

check. People try not to show their feelings

Emotional culture a culture in which emotions areexpressed openly and naturally. People smile, may talk

loudly, greet each other with enthusiasm, showhappiness or unhappiness.


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Achievement vs. Ascription

Achievement culture - culture in which people areaccorded status based on how well they perform their

work and what they have accomplishedJob, work performance, education, etc.

Ascription culture - culture in which status is attributedbased on who or what a person is

For example, status may be accorded on the basis of age,gender, family, tribe, ethnic group, etc.


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Time Dimension

Sequential use of time - people do one thing at a time,

keep appointments strictly, follow plans to the letter

Synchronous use of time - people do more than onething at a time, appointments are approximate


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Internal vs. External Control

Inner-directed: people believe in control of outcomes

(U.S., Switzerland, Greece, Japan)

Outer-directed: people believe in letting things take owncourse (China, many other Asian countries)


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Lornges cross- culture studies

P.Loranges(1986), tried to identify what managersperceived s being most important for career success.For American managers, the single most importantcriterion to have a success career with the companywas ambition drive and a pragmatic individualistic,

achievement-oriented assessment system.

Values in cross- culture

Common personal values


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US managers: Highly pragmatic; high achievement andcompetence orientation; emphasis on profit maximization,organizational efficiency and productivity.

Japanese managers: Highly pragmatic, strong emphasis onsize and growth; high value on competence, achievementdedication and loyalty to organization.

Korean managers: Highly pragmatic and individualistic; strongachievement and competence orientation.

Australian managers: High moral and humanistic orientation;low value on achievement and success, competition and risk.


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Cont.

Indian managers: Highly individualistic, strong focus ontransition compliance and competence


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culture dimentions of hrm

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